某著名咨询公司-惠普(康柏)-企业文化整合方案报告

culturalduediligencestudywelcomeagenda:presentationoffindingsq&asession更多免费资料，尽在www.manaren.comWelcometothispresentationonculturalduediligence.LastfallwecollectedagreatdealofinformationabouttheculturesofHPandCompaqthathelpedwiththemergerdecisionaswellasintegrationplanning.Duetothecontestednatureofthemerger,wecouldnotreleasethefindingsfromthisstudyuntilnow.HPtopmanagementfeltacommitmenttogetbacktoyouwithareportofwhatwelearned.Whatweplantodointhissessionare2things:1)sharetheresultsoftheCulturalDueDiligencestudywithyou;and2)engageyouinadiscussionaboutanyquestionsorobservationsthatyoumighthaveaboutthestudyortheintegrationprocess.culturalduediligencestudypresentationoffindingsSo,withoutfurtherado,let’sgetintothefindings.culturalduediligencestudydatacollectedfromaroundtheworldinbothcompanies:127individualexecutiveinterviews138focusgroupsspanning1,500managersandindividualcontributorsin22countriesManypeoplefromHPandCompaqwereinvolvedininterviewsandfocusgroups.Asyoucanseefromthenumbersonthisslide,morethan1,600people,representingallbusinessesinbothcompanies,wereaskedtheirpointofviewonavarietyoftopicsthroughastructuredinterviewprocess.Thatisalotofinput.Wecarefullycollatedthisinformation,workinghardtomaintaintheactualcommentsthatyouandotherssharedwithusratherthanourinterpretationofwhatyouandotherssaid.Inthispresentation,nothingisbeingspun.Inotherwords,wearesharingpositiveaswellasnegativeperceptionsthatweresharedwithuspriortothemerger.Thefindingsthatyouareabouttoseehavebeenshown,indetail,toCarlyFiorinaandtherestoftheEC.www.manaren.comcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationWe’regoingtoorganizethefindingsusingthismodeloforganizationalfunctioning.Everycompanyhasinput(onthelefthandsideofthismodel)thatformsastartingpointforthecompany-itsenvironment,availableresources,andhistory.Companiesseektotransformvariousinputs,likerawmaterials,intodesiredoutputs(ontherighthandsideofthemodel).However,thequantityandqualityofthoseoutputsdependonanumberoffactors,internaltothecompany.Thefirstishowwellthestrategyisarticulatedandhowwellitpositionsthecompanytodealwiththerealitiesofitsinputs,likethecompetitivelandscapeorthecostofresourcestothecompany.Also,therearefouradditionalfactorsthatmustbeinharmony,orcongruence,inordertotranslatethatstrategyintodesiredoutput.Thosefactorsincludethenatureofthework,thepeopleandqualityofleadershiptoaccomplishthework,theformalstructuresandprocessestoorganizetodothework,andtheinformalorganizationortheunwrittenrulesoftheroadforhowworkactuallygetsdone.Whenthesefactorsareinharmony,orcongruence,acompanyhasthegreatestlikelihoodofexecutingonitsstrategyandproducingdesiredresults.culturalduediligencestudy1.comparingandcontrastingpre-mergehpandcompaq2.definitionssimilarities-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompanydifferences-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentary-thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout3.thefindingsreflectperceptionsThreepointsrequirecommentbeforewebegindiscussingthefindings.First,itisnotourintenttopitoneorganizationagainstanotherbycomparingandcontrastingpre-mergeHPandCompaqcultures.Rather,thiswasthewaythedatawerecollectedlastfall,andsharingtheculturalduediligenceresultsdictatesthatwesharetheinformationthatwascollected.Second,whileyouwillseeHPandCompaqcomparedinthenextseriesofslides,itisimportanttonotethatthestudyshowedbothsimilaritiesaswellasdifferencesbetweenthecompanies.Inaddition,therewerethingsthatpeopleinonecompanychosetoemphasizeortalkalotabout--whatwe’recallinguniquecommentary--thatpeopleintheothercompanyrarelytalkedabout.Theseuniquecharacteristicsmayhaveexistedintheothercompanywhenweinterviewedpeople,buttheyjustdidnotcomeupindiscussionwithgreatfrequency.Now,onoccasion,oneofthesethreecategoriesmaynotshowonaslidesimplybecause,forexample,therewerenosimilaritiesordifferences.Third,wedonotsuggestthatthefindingsyouareabouttoseearetheabsolutetruth.Rather,theyrepresentasharedviewoftherealityinwhichyouwork,and,ofcourse,peopleactinresponsetotheirperceptionsofreality.Thatiswhyunderstandingcultureisimportanttotheintegrationprocess--peoplerespondtowhattheyperceivetheenvironmentcallsfor.And,thatcouldbegoodorbad,dependingonwhattypeofperformancethecompanyneedsfromitspeopleinordertosucceed.www.manaren.comcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationLet’sstartbylookingattheInputsegmentofthismodel.Again,thispartofthemodeldealswiththebusinessenvironmentofthecompany,itsfinancialandmaterialresources,anditshistoryandthetraditionsthathavebeenestablishedovertime.www.manaren.cominputhponhpsimilarities proudaboutHPlegacy industryconsolidating disadvantagedinsupplychainandoverheadcosts goodproductsuniquecommentary prideinsuccesslinkedtoinnovation technical/engineeringheritage goodreputationwithcustomers powerhistoricallywiththebusinessandthebackendcompaqoncompaqsimilarities strongbrand,productsandservices industryconsolidating disadvantagedinsupplychainandoverheadcosts goodproductsuniquecommentary historicallyfast,nimble,andabletoexecute traditionallyshort-termfocused fastgrowththroughnewbusinessmodel redefinedcomputinglandscapeThereareseveralslideslikethisone.OntheleftyouseethethemesthatcamefromdiscussingHPwithHPpeople.OntherightarethethemesthatemergedfromdiscussionsaboutCompaqwithCompaqpeople.Asyoucansee,thereareanumberofsimilarities--prideinthecompany,concernsoverindustryconsolidationandcosts,andpositivefeelingsaboutthequalityofproductsthesetwocompaniesproduce.Thoughtherewerenotanythemesthatreflecteddifferencesbetweenthecompanies,peopleinHPtalkedaboutsomethingslikeHPs“technical/engineeringheritage”thatCompaqpeopledidn’tspeakmuchabout.Conversely,Compaqpeopletalkedalotaboutbeing“fast,nimbleandabletoexecute”whichHPfolksrarelymentioned.www.manaren.comcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationNext,wewillturnourattentiontotheareaofcompanystrategy.Thispieceofthemodelconcernshowacompanyplanstosucceedinlightofitsenvironment,resources,andhistory.www.manaren.comstrategyhponhpsimilarities top-downstrategy;mid-managementnotinvolved needforplanningandexecutionprocess differences strategyislong-termorienteduniquecommentary strategyincreasinglyunclearasyougodowntheorganization strategyhastobetranslatedintosomethingconcretecompaqoncompaqsimilarities strategycomesthroughatop-downprocess little/nostrategicprocessdifferences susceptibletofrequentchangesindirection customerfocusedwithashort-termorientationtowardthemarket;interfereswithinvesting/buildingforthefutureuniquecommentary tendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancementsPeoplefrombothcompaniessaidthatstrategywasdrivenfromthetop.And,bothgroupsfelttheircompaniesneededtoenhancetheirstrategicprocesses--HPwithgreaterplanningtoassistexecution,andCompaqbycreatingastrategicprocesswherepeopleperceivedtherewasnone.AbigdifferencehadtodowithHPslong-termorientationtostrategyvs.Compaq’sshort-termorientation.Thisdifferencewillbeimportanttoacknowledgeandaddressasitcouldbecomeasourceoffrustrationandconflict.HPpeoplespokeuniquelyabouttheneedtotranslateloftystrategiesintoconcreteactionsthatpeoplecanunderstandandperformagainst.Ontheotherhand,Compaqpeopletalkedmoreabouthowmajorcustomeraccountshadmoreinfluenceovertheshapeoftheirproductplanningthandidtechnology.Bothofthesewereexpressedasconcernsineachcompany.Thequestionorchallengeiswhethertheywillbeaddressedorwhetherbothsideswillinheritanotherdeficiency.www.manaren.comcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationNow,workingincounter-clockwisemotion,wewillbeginwiththeinternalfactors.Thefirstonewe’llcoveriswork.Thisfactorhastodowiththetaskspeopleperformandtheprocessestheyuseinperformingtheirassignedwork.www.manaren.comworkhponhpdifferences respectforprocess strongplanningandfinancialprocesses workprocessisorganizationallybased,verticallystrong,workswelluniquecommentary autonomyinmanagingone’sownworkisthenorm;accountabilityatindividuallevel uppermanagementdoesnotseemtobeheldaccountableinthesamewayasothers poorcross-functionalaccountabilitiesandownershipofworkcompaqoncompaqdifferences processseenasbureaucracy,aversiontoprocesses lackofclear,disciplinedprocesses workprocess:swatteamsuniquecommentary technologyisgreat informationsystemsarenotintegrated multitaskingisanorm work-lifebalanceisnotachievedWhenaskedquestionsabouttheworkitself,althoughtherewasahugeoverlapinthetypesofjobsbetweenthetwocompanies,peopledidnottalkaboutworkinsimilarways.WhileHPfolkstalkedabouthavingstrongprocessesthattheyrespectedandfollowed,Compaqpeopleoftenexpressedanaversiontoprocessandalackofdisciplinedprocesses.AcloseranalysisoftheseviewsshowedthattheaversiontoprocesswasmorepronouncedinCompaq’scorporatecenterthaninitsbusinessesandregions.And,therewereanumberoftopicsthatHPpeopleraisedaboutworkintermsofautonomyandlowlevelsofaccountability,whileCompaqpeoplespokemorefrequentlyabouthavinggoodtechnologybakedintoitsproductsbutpoorintegrationinitsinternalinformationsystems.Again,thisisnottosaythatpeopleatHPdonotmulti-task,theyjustrarelytalkedaboutit.Also,you’llseeinthenextfewslidesthatpeopleatCompaqdidtalkaboutaccountability,justinadifferentcontext.www.manaren.comcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationInthenextslide,wewillsharefindingsonpeopleandleadership.Thiscategoryreflectsthequalitiesandvaluesofacompany’speopleaswellasthepracticesacompanyusestomanageitspeopleandthequalityandstyleofleadershipthatexists.www.manaren.compeoplehponhpsimilarities lowcredibilityinleadershipdifferences leadershipfocusedonrelationships(howthingsgetdone)uniquecommentary multicultural,diverse,dedicatedworkforce team-oriented losingthe“familyfeeling” lowerlevelsofmanagementareinformal;topmanagementismoreformalandremoved recentchangesledtolowmoralecompaqoncompaqsimilarities lowcredibilityinleadershipdifferences leadershipachievement-oriented,ruggedindividualists(whatgetsdone)uniquecommentary peoplearebright,committed,andworkhard,longhours goodinterpersonalrelationships learninghappensonthejob insufficientinvestmentintraininganddevelopment peopledonotfeelempowered,exceptinfieldInthisslide,youcanseethatpeopleatHPandCompaqhadconcernsaboutleadershipbeforethemerger.Manypeoplevoicedconcernsaboutthecredibilityofleadershipwhenweconductedthisstudy.Abigdifferencehadtodowiththeorientationofleadership.AtHPthefocushadhistoricallybeenon“how”thingsgetdone,whileatCompaqtheemphasishadbeenon“what”getsaccomplished.Asyoucanreadforyourselves,peoplefromthetwocompanieshadanumberofuniquethingstosayaboutthesubjectofpeople,andmanyofthesewerepositive.Again,thisisnottosaythatCompaqemployeesarenotteam-orientedorthat,conversely,therearenotbrightpeopleatHP.Itisjustthatthetwogroupsemphasizeddifferentcharacteristicsofpeopleanddifferentpracticestowardpeoplewhendiscussingthesubject.Theintegrationchallengeistorealizethatoftentwopeoplecanbethinkingaboutdifferentthingswhentalkingaboutthesamesubject.Forinstance,peopleinbothcompaniesrespondedpositivelytotheterm“teamwork.”But,theterm“collaboration”hasapositivemeaningtomanyformerHPpeopleanditmeansbureaucracytomanyformerCompaqpeople.Thiscanbeasourceofconflicteventhoughnoharmordisrespectwasintendedbyeitherparty.Themoralofthestoryis--clarifywhatpeoplearethinkingaboutandwhytheyareconsideringthosefactorsbeforejumpingtoconclusionsabouttheindividual.Putanotherway,clarifythemeaningofthetermsorlanguagethatyouareusingbeforemakingjudgmentsaboutothers.www.manaren.comcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationLet’snowmoveontothefindingsabouttheformalstructuresandprocessesthatenableworktogetdone.Thesewouldincludeplanningandgoalsettingprocesses,organizationalstructuresandreportingrelationships,andsoon.www.manaren.comformalorganizationhponhpsimilarities goalschangetoooften;theyareunclear,executionnotenforced noconsequencesfornotmeetingobjectives;performancemetricsunclearorabsent,differacross“silos” front-end/back-endstructureexacerbatedproblemswithaccountability hpishorizontallychallenged morepowermovingtothefront-endorganization hpisbecomingmorecentralizeddifferences nocommonprocessfordecisionmaking;verytop-down,slow,longdecisioncycletimes;butthoughtfulandhighinvolvement generalperceptionthatdecisionsarerarelymade,buttendtostickoncemadecompaqoncompaqsimilarities goalschangefrequentlyandnotsynchronizedbetweenfront-endandback-endorganizations peoplearenotheldaccountable;structureandmeasurementsystemscloudaccountability strongmatrixmanagementleadingtofuzzylinesofaccountabilities performancemanagementinconsistent,generallypoorplanningandcontrol cross-organizationalcollaborationdifficult countrymanagersarekings manythingsareverycentralizeddifferences decisionsmadequickly alotof“checkingin”tomakeadecision,iterativedecisions,top-downWhendiscussingtheformalorganization,thereweremoresimilaritiesthandifferencesbetweenthetwocompanies.Bothsidesexpressedfrustrationwithgoalsthatchangefrequentlyandlowlevelsofformalaccountability.Onthesubjectofaccountability,bothnotedthatlackofclarityinthestructureoftheorganizationfurtherconfusedassigningaccountabilities.Bothcompanieshavehadtroublecollaboratingacrossorganizationallines--forexample,acrossbusinessesorbetweenproductandsalesareas.Abigdifferenceisinthewaydecisionshadbeenmadebetweenthetwocompanies.HPpeoplesaiddecisionmakingwasslowbutthoughtfulandthatdecisions,oncemade,tendedtostick.Conversely,Compaqpeopledescribeddecisionmakingasfast,involvingquickchecking-inofconcernedparties,butopentorevisionovertime.Thisdifferencecouldalsobeasourceofconflictasyouintegrate.Onewaytoaddressitisforpartiestoadecisiontoagreeupfrontonanapproachtodecisionmakingtoensurethateveryoneisonthesamepage.www.manaren.comcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationLast,butnotleast,weallknowthathowpeopleactuallygetthejobdoneisnotalwaysrepresentedbyformalorganizationchartsandprocessmaps.So,inthisareaofthemodel,wewanttocovertheinformalrulesoftheroadbywhichworkisaccomplished.www.manaren.cominformalorganizationhponhpasstrengthsimilarities strongsenseofethics strongcustomer-focus(makegreatproducts) teamculture,havetobepartofthegroup gettingresultsisrewarded,sometimeseffortwithoutaresultgetsrewarded havingbignewideasisvalued treatpeoplewithdignity multiplesubculturesdifferences conflictavoidanceandover-compromisearenormal titlesnotreferenced,egalitarianuniquecommentary “silomentality” failuredeservesasecondchance diversityandpeoplearevaluedcompaqoncompaqsimilarities ethicalbehaviorisenforced strongcustomerorientation(makewhattheywant) teamworkisvalued highlyresults/bottom-linefocused,sometimeseffortwithoutaresultsgetsrewarded opennesstogood/newideas don’tpubliclyembarrasspeople multiplesubculturesdifferences conflictaddresseddirectly/openly,aggressive,brash titlesarereferenced,abundant,hierarchicaluniquecommentary initiative,flexibility,“goforit”attitudearevalued relaxed/flexworkenvironment;longworkinghours hereandnoworientationAgreatmanysimilarities,andpositivecharacteristics,definedthetwoculturesfromethicalbehaviorandcustomerorientation(althoughcustomerfocusisslightlydifferentbetweenthecompanies)toteambehaviorandbeingopentoideas.Theseareverypositivecharacteristicstobuildupon.Neithercompanywasdescribedashavingasingleculture.Infact,multipleculturesexistedinbothcompaniesthathadmoretodowiththenatureofthebusiness,andprobablythepeopleworkinginthosebusinesses,thanwiththeenterpriseasawhole.Forexample,theservicesbusinessesbetweenthetwocompaniesweremorealikethantheywerewiththeirownpcbusinesses,andvice-versa.Conflict,however,tendedtobehandleddifferentlybetweenthetwocompanieswithHPgenerallyavoidingconflictandCompaqmoreopenlyapproachingconflictingmatterstoaddressthem.Also,HPfocusedlessontitlesandhierarchythanCompaq.Bothofthesereflectdifferentstylesandneedsofthepeopleinthesecompanies.And,wewouldsuggest,theseneedtobetakenintoconsiderationinhowyouapproachproblemsandinhowyouinteractwithotherstosolveproblems.www.manaren.comconcernsabouttheothercompanyTable1 HP Compaq Scalewillsupportgreatercostefficiency 36% 17% ThesizeandscalewillincreasetheNewHP'smarketpowerandpresence 31% 23% Theproductportfoliosarecomplementary;(theNewHPwillhaveastrongerline-upofproducts—CPQ) 30% 47% Greatermarketcoverageandcustomerreacharetwobenefitsfromthemerger 21% 17% Themergerisourbestcourseofaction;wecan'tretreat 19% 11% Serviceswillbecomestronger 13% 13% ThemergerwillacceleratepositivechangeinHP 12% N/A Thechancetobeastrongcompetitorisenhanced N/A 24% TheNewHP'scustomerswillbenefitfromOpenSystems/IndustryStandardSystems 6% N/ABarChart1 0.36 0.17 0.31 0.23 0.3 0.47 0.21 0.17 0.19 0.11 0.13 0.13 0.12 0 0 0.24 0.06 0HPCompaqTable2 HPInterviews CompaqInterviews Compaq'sbusinessoperationsandperformancehavebeenpoor 31% Compaq'saggressivebehaviorviolatesHP'ssenseofintegrity 22% Compaqseemstobetakingover—likeareverseacquisition 21% Compaqhasacommandandcontrolmanagementstyle 19% Compaq'sbrashandboldstylecanbeoffensivetoHPpeople 19% Compaqisnotwhatitseems 8% HPisslowtomoveandisencumberedbytoomuchprocessfocus 32% HPpeopleseemresistanttochange 19% HPdoesn'tmaketoughcalls 17% HPisnotveryvisibletocustomers 11%BarChart2 0.31 Compaq'sbusinessoperationsandperformancehavebeenpoor 0.22 Compaq'saggressivebehaviorviolatesHP'ssenseofintegrity 0.21 Compaqseemstobetakingover—likeareverseacquisition 0.19 Compaqhasacommandandcontrolmanagementstyle 0.19 Compaq'sbrashandboldstylecanbeoffensivetoHPpeople 0.08 Compaqisnotwhatitseems HPisslowtomoveandisencumberedbytoomuchprocessfocus 0.32 HPpeopleseemresistanttochange 0.19 HPdoesn'tmaketoughcalls 0.17 HPisnotveryvisibletocustomers 0.11HPInterviewsCompaqInterviewsTable7 KEYRECOMMENDATIONSONINTEGRATION,CULTURE,ANDLEADERSHIP HPInterviews CompaqInterviews Articulatethestrategy;driveexecutionrelentlessly 33% KeeptheHPvalues 33% Peopleneedclearroles,authorityandaccountability,especiallyclosetothecustomer 32% Thedesignstillneedswork,especiallythego-to-marketapproach 23% Makethetoughdecisionsandstickwiththem 24% LeadwiththeHPbrand;sub-brandCompaqwhereithasstrongequity 23% TheproposedstructurewillbeanimprovementforHP 22% Maketoughchoicesandstickwiththem 38% PeoplearemostconcernedaboutfutureHRpracticesthatrelatetocomp/rewards 34% Applylessonsfromthepast(Digital/Tandem) 32% Gofast 32% Thefuturecultureshouldbeaggressive,entrepreneurial,decisiveand,reflectbusinessrequirements 30% Empowerthefieldorganization/maintaindecentralizeddecision-makingauthority 26% RetiringtheCompaqbrandisokay 26% Leadersneedtounderstandthattheymustsettheexample 23%BarChart7 0.33 Articulatethestrategy;driveexecutionrelentlessly 0.33 KeeptheHPvalues 0.32 Peopleneedclearroles,authorityandaccountability,especiallyclosetothecustomer 0.23 Thedesignstillneedswork,especiallythego-to-marketapproach 0.24 Makethetoughdecisionsandstickwiththem 0.23 LeadwiththeHPbrand;sub-brandCompaqwhereithasstrongequity 0.22 TheproposedstructurewillbeanimprovementforHP Maketoughchoicesandstickwiththem 0.38 PeoplearemostconcernedaboutfutureHRpracticesthatrelatetocomp/rewards 0.34 Applylessonsfromthepast(Digital/Tandem) 0.32 Gofast 0.32 Thefuturecultureshouldbeaggressive,entrepreneurial,dec